A Tipping Point for the Call Center

On-demand infrastructure changes all the rules. Call centers must

chart new courses based on low cost and flexibility but new chal-
lenges abound as managers and agents seek the right mix.

January 2007
 A Tipping Point for the Call Center

O
n-demand computing is taking the enterprise software industry by storm. In a
few short years on-demand front office applications have gone from curiosity to
defacto standards in areas like sales and marketing. Up to now, though, the call
center has been slow to adopt on-demand technology and reap the many advan-
tages associated with renting business applications rather than buying them. Perhaps one
of the major reasons for this slower uptake has been the considerable investments that
many organizations have already made in on-premise call center systems, but as those
systems age, call center managers looking for ways to lower overhead costs are beginning
to seriously consider changes.
Although lower costs have been a traditional calling card for on-demand computing, costs
alone only tell part of the story. On-demand computing enables call centers to grow their
businesses through innovation by reducing the risks involved with introducing new solu-
tions or advancing into new markets. At the same time, some on-demand call center users
are discovering the benefits of letting some agents work at home or other remote loca-
tions. This approach saves on real estate, commuting time, and related costs and it usu-
ally works well for all parties -- up to a point.
Call centers face an additional challenge as they search for ways to lower their overhead
while maintaining high quality standards. Traditional management tools and techniques
presume the agent and manager are co-located, but as agents disperse from the call cen-
ter, organizations must find effective ways to manage remote workers or risk inconsisten-
cies that can result in dissatisfied customers and possible attrition.
Call center management is a complex issue involving motivation, disseminating informa-
tion, testing, scheduling, and more. Advanced management technologies that complement
on-demand infrastructure delivery can help call center managers to remotely manage their
staffs while enabling them to lower their costs; moreover, the combination can foster a
more entrepreneurial posture for many call centers.
With call center infrastructure now available on-demand and with appropriate controls be-
coming available to manage remote agents better, the market appears to have arrived at a
tipping point, and on-demand call center solution adoption appears to be accelerating.
This Beagle Research Group Executive White Paper focuses on the management challenges
faced by call centers of all kinds and offers insight into how leading organizations are lever-
aging technology to both lower costs and enhance quality standards.
Tipping point drivers: economics, competition, and risk
Call centers are conservative and they do not change course easily—like steering a large
ship. Call centers require time and good reasons to alter course. The reasons for conser-
vatism are rooted in the infrastructure and the costs of that infrastructure to the organiza-
tion. Expensive equipment must be fully depreciated or managers must have other con-
vincing financial reasons for change before a center can shift its technology investment.
There are several major, compelling, reasons for call centers to consider changing their
approaches to the market today, and they are embedded in economics and technology
change, competition and labor, and risk—all are a result of the introduction of on-demand
call center infrastructure.

COPYRIGHT 2007 BEAGLE RESEARCH GROUP, LLC Page 2

 A Tipping Point for the Call Center January 2007
These drivers—economics, competition, and risk—are always present in any market, but at
the moment they are highly concentrated and they are combining to trigger a major dis-
ruptive change; in other words, a tipping point. Availability of low cost call center infra-
structure through the on-demand model is changing the economic landscape, altering the
relationships with competition and labor, and changing the risk equation.
Economics and technology change the on-demand call center
The call center is the most cost-intensive part of the front office to build and staff. While
the sales department has high labor costs—mostly from compensation—the call center has
an equivalent or greater number of employees plus significant sunk costs in equipment.
Depending on the organization, the call center might also employ several database, appli-
cation, and computer and telephone specialists to keep the infrastructure working. In
other cases, the call center may be completely reliant on the IT department for all of its
technology support needs, including telephony infrastructure, application deployment, and
maintenance programming. This situation is often far from ideal since IT has its own need
to contain costs and because IT must spread its limited resources across the entire enter-
prise. Call center managers can frequently find themselves in long queues waiting for IT
resources which can frustrate ambitious plans.
The call center’s high overhead costs have been more or less borne by the organization
because there have been few alternatives, but with the advent of on-demand technologies,
many are finding that they can peel back the layers of cost to arrive at leaner configura-
tions to achieve their missions. As we will see below, low cost on-demand infrastructure
also has a strong effect on labor and other costs.
On-demand call center solutions can move responsibility and control over solution imple-
mentation away from over-burdened IT departments to line of business units and manag-
ers who are directly responsible for call center results. By consolidating control of, and re-
sponsibility for, call center performance to line of business managers, many organizations
find they are better able to meet market challenges which require quick decision-making
and equally rapid technology deployments to take advantage of opportunities as they pre-
sent themselves.
On-demand infrastructure is not simply a hardware option or an alternate delivery mecha-
nism; it also provides the benefit of removing some of the labor and the associated over-
head from managing a call center. Nevertheless, as important as the cost of labor is to
any operation, reducing opportunity costs may be the most important economic aspect of
on-demand call center infrastructure. Because on-demand solutions are available at any
computer with a browser and an Internet connection, there is much less lag time between
when a call center manager has an idea for a new service and its rollout. This immediacy
gives new latitude to the way call centers operate and structure their businesses, ulti-
mately driving greater competitiveness as we will see shortly.
Voice over Internet Protocol (VoIP)
After sunk costs and labor, one of the biggest costs to a call center is phone service, and a
small change of only pennies in phone service rates can have a dramatic impact on the
bottom line. If an agent spends 6,000 minutes on phone calls per month—assuming a
10,000 minute work-month—the difference between paying 6 cents per minute for conven-
tional phone service and paying 2.5 cents per minute (or less) for Internet-based phone
service can add up to $210 per agent per month or $2,520 per year.
Access to VoIP is not contingent on using on-demand call center infrastructure, but it re-
quires some technical input to set up. Many call centers using on-demand solutions find
the VoIP comes with the package—along with system management and other IT services—
and requires little additional effort to implement. Conventional call centers wishing to use

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 A Tipping Point for the Call Center January 2007
VoIP often have to get approval from their IT departments and wait for IT assistance for
the implementation.
Competition and Labor
From a competitiveness perspective, on-demand call center infrastructure (a.k.a. call cen-
ter in a box) is a double-edged sword. Lower operating costs benefit established call cen-
ters looking to reduce overhead, and ubiquitous access makes it possible to use different
labor models that can also drive down the cost of real estate. But lower operating costs
also reduce barriers to entry for competition and increased competition exerts downward
pressure on fees call centers can charge as well as those fees they pay.
As the cost of call center technology continues at an inevitable downward trend, more or-
ganizations find themselves in a position to afford to enter the call center market. Greater
competition forces independent call center operators to look for more and better ways to
differentiate their services, and it forces in-house call centers to find new ways to justify
their contributions to their organizations.
Low cost access to expensive equipment like auto-dialers means that larger, well capital-
ized call centers with high operating costs will increasingly find themselves on a level play-
ing field, going after the same business with upstart competitors using on-demand solu-
tions. These competitors’ costs are frequently lower, enabling them to successfully edge
out established players for new business.

The labor market

On-demand’s ability to deliver call center infrastructure wherever there is Internet service
makes it possible to position workers anywhere. This reality gives call center operators
more flexibility in hiring and staffing and, over time, can also reduce overhead costs due to
reduced real estate needs. Some agents find they can work at home and be more produc-
tive by eliminating their commute time, and both parties like the flexibility they gain in
scheduling overtime or filling in during peak periods.
But with the distribution of the labor force there comes a huge management challenge—
how to ensure consistency and quality in the work product if the employee is not down the
hall or on the floor. Call centers experimenting with lower cost models made possible by
on-demand delivery must deal with this issue head-on or risk losing control of their service
product.
The availability of on-demand call center infrastructure adds another dimension to the
competition between call center operators for available agent talent. Job flexibility, hours
of operation, commute, and other factors must be reconsidered when agents are allowed
to work at home. But working at home is far from a one-way street as on-demand call
center infrastructure makes it possible for operators to multi-source their staffing require-
ments using any combination of traditional positions and remote agents, possibly in differ-
ent time zones, to augment in-house staffs for peak periods or in follow-the-sun configura-
tions.
In all, on-demand call center infrastructure provides significant benefits both to call centers
and to their employees in the form of lower real estate costs, deferred or eliminated equip-
ment costs, access to larger and variable agent talent pools and more favorable working
conditions. Achieving these benefits and others while maintaining or enhancing the quality
of the work product is the unique management challenge that call center operators face
today.
Risk
The benefits of on-demand call center infrastructure are numerous, but they come with
strings attached. At the same time, in a sector of the front office that has prospered by

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 A Tipping Point for the Call Center January 2007
being last to change, the risk of change is being eclipsed by the risk of doing nothing. A
new generation of infrastructure and business models, many driven by on-demand ap-
proaches, make it difficult for the highly centralized conventional call center to compete.
With the availability of low-cost access to expensive equipment through on-demand mod-
els, and lower operating costs including rock bottom phone costs through VoIP, more com-
petitors have emerged for both inbound and outbound calling which has driven down the
fees call centers can charge. Commercial call center operators find that new technologies
and business models enable low cost start-ups to out-compete them for business that
many have historically counted on. In-house centers must do more to show how they pro-
vide more value to the organization than an outsourced solution.
Finally, all call center operators are finding they need to find better strategies to source
labor. Multi-sourcing, or enabling some workers to work in a traditional setting while oth-
ers work from home and still others work in other geographies, is gaining popularity,
driven in part by CFO’s looking to pare expenses. But serving agents remotely generates
as many problems as it purports to solve, this time in the areas of hiring, training, and
management. For all of the benefits that new paradigms, technologies, and business mod-
els can bring to the call center, the labor management issues must be addressed or the call
center will fail in its primary mission of serving the customer.

The on-demand call center’s unique management challenges

Given all of the pressures exerted on the call center today, it should be no surprise that
many are facing some of the greatest management challenges they have ever experi-
enced. Today’s call center can be successfully compared to a modern manufacturing op-
eration which carefully manages inputs and outputs to maintain quality. In manufacturing,
whether one is dealing with the supply chain or with final assembly, the emphasis is on re-
ducing variation so that the manufacturer can produce uniformly high quality products that
can compete on a world class footing. The same is true in the call center.
It has taken a long time for manufacturers to fully adopt the statistical management tech-
niques that enable high quality manufacturing. Early in the drive to improve product qual-
ity, manufacturers found that they could deliver better quality products through better in-
spection at the end of the manufacturing process. However, that approach simply culled
the substandard products from distribution, resulting in a large backlog of products need-
ing rework. The solution to the rework problem was building quality in, not adding it on.
Manufacturers learned the hard way that maintaining high standards requires building
quality into products at every step in the manufacturing process.
There is a growing awareness in the call center industry that traditional tools that have
their impacts after the call have become analogous to final inspection in manufacturing
processes. However, because the call center’s product is a service delivered in time with
no opportunity for rework, the service must be correct at the moment of delivery. In the
call center, applications that retrospectively analyze calls and compare them to organiza-
tional metrics may have their place, but given the volume of calls, if managers cannot pro-
vide timely feedback to agents the quality chain is broken.
Strategies for call center business processes
The call center paradigm is changing. Technology helps project the call center infrastruc-
ture to be closer to the agent than ever before, and management systems must follow or
call center managers risk losing control of their product—the service process. For all of the
advantages in lower costs and lower risks associated with on-demand use, the business
risk that call centers face is greater than ever.

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 A Tipping Point for the Call Center January 2007
There are three interlocking business processes that can better leverage the Internet, and
in doing so bring greater management controls—and less risk—to what is becoming a very
distributed business. They are hiring and initial training, continuing training and communi-
cations, and coaching and performance management. On-demand management services
can help call center managers leverage the Internet to maintain connections with their em-
ployees and thus take full advantage of the benefits that on-demand infrastructure deliv-
ers.
Hiring and initial training
Using on-demand technology greatly increases the available agent population from which
to hire, if a call center is willing to let some agents work from home; however, it is still an
expensive proposition for call centers to bring in the right people and to train them. Indus-
try data shows an alarming 50 percent turnover rate for agents, and anything that can be
done to reduce attrition through better hiring and initial training practices would be a valu-
able tool in the effort to lower costs. Many other hidden costs to the business, like staffing
a position with the wrong agent or inadequately training agents, all have their origins in
the hiring process and can serve to reduce the quality of the call center’s output, thus rob-
bing the call center of bottom line performance.
On-demand infrastructure makes it easier to hire and employ remote agents but the sepa-
ration also adds complexity to the hiring process. Leveraging the Internet can reduce this
complexity and provide better and lower cost results than conventional hiring processes
that rely heavily on manual interviews and testing.
For example, call centers can use Web sites to provide realistic previews or day-in-the-life
scenarios for prospective agents. In the same manner, agent assessment tests can be
given both to determine the candidate’s fit with the business and to screen for skills that
may enable the candidate to test out of some parts of initial training.
Testing increases the early identification of high quality applicants and gives the call center
an advantage against its competition when hiring. Also, early diagnosis of strengths and
weaknesses will provide for a more realistic and interesting training experience for the ap-
plicant. This can actually shorten training time overall, leading to earlier productivity and
lower costs. In some cases, Internet based management systems claim a 20 percent re-
duction in initial training time.
With the screening process complete and the right individual in place, the initial training
process can be enhanced by using systems to simulate actual conditions and drive system
adoption, as well as to perform post training evaluation before agents begin work.
Ongoing training and communications
Even the very best agents need to refresh their knowledge and skills from time to time,
and this requirement may be greater in an on-demand setting where individuals have less
opportunity to interact with colleagues to share best practices. Acknowledging the need is
one thing and finding the time to deal with it is another. Too often continuing training is
seen strictly as a formal classroom-based event that is expensive to organize and adminis-
ter, but continuing training can be made to be low cost, fast, and effective.
Organizations that find fun or at least innocuous ways to impart information find that
agents absorb it and retain it. Automation can provide important advantages in this regard
by identifying the necessary content, delivering it, and testing to determine if it was ab-
sorbed. More importantly, automation can also help in identifying the best times for train-
ing breaks driven by call volume and the daily schedule of activities.
For example, some call centers have implemented strategies to share best practices in the
form of a “tip of the day” which is automatically delivered to agent desktops. Others dis-

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 A Tipping Point for the Call Center January 2007
tribute best practice information in the form of a quiz no longer than a few questions with
similar effects. Some organizations use the quiz to test retention of recently imparted con-
cepts and, of course, many use a combination of these techniques. Agents who ace quiz-
zes get bragging rights in the form of small prizes or simply an official acknowledgement
on an internal Web site oriented toward agent needs.
A good agent management system will continually monitor activity and identify errors or
deficiencies in agent practice, regardless of whether the agent is local or remote. Informa-
tion gathered this way contributes a significant portion of the input needed to structure an
individualized training plan for the agent. Management systems can then deliver specific
training modules designed to meet the specific agent needs and schedule time for them to
learn it.
Coaching and performance management
Retaining and motivating agents while helping them improve their performance are all ar-
eas where the modern call center falls down—just look at attrition rates. It’s not that the
call centers want their agents to fail and leave, but most call centers say they need more
time to do the job of coaching effectively. Motivating people is not exclusively a compen-
sation issue; people need to feel valued and accountable. Too often without proper coach-
ing, call center agents feel left adrift. They don’t get the information, encouragement, new
techniques and ideas that refresh their understanding of their products, companies, and
jobs. No wonder attrition is so high.
Management automation for coaching is a step in the right direction for several reasons.
Automation can identify areas for improvement in agent knowledge and technique and pre-
scribe individualized resolutions. The same systems should be able to track follow-on per-
formance and determine the effectiveness of the solution and of the coach providing it.
This is especially valuable in situations where agents are asked to sell as a regular part of
their duties. Selling is an activity where even the best practitioners are continually up-
grading their skills, and the situation is no different for call center agents.
Lastly, with less manual effort involved in understanding where coaching is needed, super-
visors have more time to actually coach. More coaching time creates a virtuous circle
where coaching effectiveness improves along with agent performance.
Analysis and conclusions
The call center has reached a tipping point driven by the demand for lower IT overhead,
greater responsiveness to market opportunities, lower costs for customers, and the need
to attract a larger group of potential agents.
On-demand call center infrastructure is the disruptive innovation driving the tipping point.
At last there is ample technology and an adequate business model to enable call centers to
off load much of their overhead to vendors specialized in providing the infrastructure.
However, infrastructure is only part of the solution, and this tipping point also opens up
new management challenges. As call center agents disperse from central locations to work
at home or in other places where face-to-face communication is impossible, alternative
management plans driven by automation must take up the slack.
There are at least three areas of call center operations where Internet based management
solutions can enhance productivity and outreach while lowering costs. These areas are hir-
ing and initial training, continuing training and communications, and coaching and per-
formance management.
Without some form of management automation, we believe the on-demand call center in-
frastructure movement may stall. On-demand infrastructure would still be valuable for
setting up call centers in other countries to support traditional centralized operations.

COPYRIGHT 2007 BEAGLE RESEARCH GROUP, LLC Page 7

Those operations would still be subject to the
same management challenges contemporary
centers see such as hiring the right people,
training and motivating, making time to evalu-
ate and coach and more. To fully take advan-
tage of on-demand infrastructure, management
technology is a necessity, and we fully expect
call centers to adopt it as they adopt other as-
pects of on-demand infrastructure.
About Beagle Research Group
Beagle Research Group is a consulting and market
research organization focused on emerging technologies
and companies that will have an important impact on the
way business is conducted in the years ahead. Our work
is based on professional standards of quantitative and
qualitative research which informs all of our
publications.
COPYRIGHT 2007 BEAGLE RESEARCH GROUP, LLC
Sponsored by Knowlagent
Knowlagent focuses on the require-
ments of lowering costs and increas-
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the call center’s greatest asset, its
people. Headquartered in Atlanta,
GA, Knowlagent offers solutions that
encompass patented, next generation
technology to help companies to
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customers include many leading com-
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For more information contact Know-
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Beagle Research Group, LLC
264 Greenbrook Drive
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781-297-0066
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